Naivete and cynicism in negotiations and other competitive contexts
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Author
Contributions
- Shu, Lisa L. - Contributor
- Bazerman, Max H. - Contributor
- Harvard Business School - Contributor
Publication
2011 - Harvard Business School, Boston, Massachusetts
Language
English
Word Count
10,250 words, Guess
Page Count
41 pages
Identifiers
- OCLC Control Number727480941
- Open LibraryOL45357196M
Description
A wealth of literature documents how the common failure to think about the decisions of others contributes to suboptimal outcomes. Yet sometimes, an excess of cynicism appears to lead us to over-think the actions of others and make negative attributions about their motivations without sufficient cause. In the process, we may miss opportunities that greater trust might capture. We review the research about when people think too little and when they think too much about the decisions of others, as contrasted with rational behavior. We also discuss the antecedents and consequences of these naïve and cynical errors, as well as some potential strategies to buffer against their effects and achieve better outcomes in competitive contexts.
Description
A wealth of literature documents how the common failure to think about the self-interests of others contributes to suboptimal outcomes. Yet sometimes, an excess of cynicism appears to lead us to over-think the actions of others and make negative attributions about their motivations without sufficient cause. In the process, we may miss opportunities that greater trust might capture. We review the research on when people expect too little and or too much self-interest in the intentions of others, as contrasted with rational behavior. We also discuss the antecedents and consequences of these naïve and cynical errors, as well as some potential strategies to buffer against their effects and achieve better outcomes in competitive contexts.
Subjects
Series Statement
- Working paper / Harvard Business School -- 11-066
Other Editions
- Naivete and cynicism in negotiations and other competitive contexts
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